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Stakeholders
The onset of any type of crisis has the ability to impact a large number of people. The crisis not only affects those directly involved; the actions and consequences often concern and have an impact on the stakeholders in the organization. For an organization, stakeholders are those people or organizations that have a vested interest in what has happened and are affected by the decisions that the leaders in the organization make. If the stakeholders consider a situation a crisis, then it often is and should be treated like one.
An organization has both internal and external stakeholders. Internal stakeholders are those who are often most dependent on the organization, such as employees, students, trustees, and stockholders. External stakeholders are often those impacted by the actions of the organization and could include consumers, outside agencies, and the community. In order to be successful in crisis management, the organization needs to treat its stakeholders with compassion, concern, and sensitivity.
Communication
The organization has a responsibility to protect its stakeholders and keep them informed of what is happening during a crisis. The stakeholders can become disenfranchised if they do not feel they have been kept informed or their needs have not been met. In the modern era of instant access to information and communication, organizations need to have strategic plans to communicate with all their stakeholders. Stakeholders have the ability to find out about a crisis almost instantly and often much quicker than an organization would like in a crisis situation. Communication may go out through press releases, press conferences, e-mail, Web sites, phone, texts, blogs, and social media networks such as Facebook and Twitter. People often respond emotionally in crises, so the communication needs to be clear, accurate, and precise. Depending on who the stakeholders are, different communication plans need to be devised for them.
Internal stakeholders such as employees often need very specific communication, such as how/whether to continue their job or assist in the situation. Internal communication is communication the organization may not want external groups such as the media to hear about because of sensitivity on subjects such as payroll, work schedules, leave policies, designation of essential personnel, rumor control, proprietary information, internal phone numbers and e-mail, or secure information. Internal communication is often best handled through direct contacts such as meetings, e-mails, bulletin boards, intranet, teleconferences, letters and memos, and phone calls.
Communication to external stakeholders has become essential for organizations; this often occurs through processes similar to those used for internal stakeholders but also includes the utilization of outside media. Organizations need to be available to the media, be honest with them, and be willing to disclose information about the crisis even if they cannot discuss every detail. Organizations can utilize external communications to distribute vital information, control rumors, promote understanding, serve as a warning system, give evacuation information, provide educational resources, and define responsibilities to external stakeholders. An organization needs to be proactive with its external communications to inform, answer questions, and relieve the tension of stakeholders.
Case Study: Stakeholders at Louisiana State University during Hurricane Katrina
In higher education, a college or university has many stakeholders. These stakeholders include students, staff, faculty, trustees, legislators, donors, community members and organizations, parents and other relatives of the people who may be victims, media, general public, fans, and corporate partners. During Hurricanes Katrina and Rita in 2005, the administrators at Louisiana State University (LSU) received firsthand experience about the role stakeholders play during a crisis situation.
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- Agencies, United Nations
- Bureau for Crisis Prevention and Recovery, UN (UNDP/BCPR)
- Environment Programme, UN (UNEP)
- Food and Agriculture Organization of the United Nations (FAO)
- International Children's Fund, UN (UNICEF)
- International Strategy for Disaster Reduction, UN (UNISDR)
- Interregional Crime and Justice Research Institute, UN (UNICRI)
- Office for the Coordination of Humanitarian Affairs (OCHA), UN
- World Health Organization (WHO), UN
- Agencies, U.S.
- Centers for Disease Control and Prevention (CDC)
- Department of Homeland Security (DHS)
- Emergency Management Agencies, City and County
- Federal Bureau of Investigation (FBI)
- Federal Emergency Management Agency (FEMA)
- National Oceanic and Atmospheric Administration (NOAA)
- State Emergency Management Agencies
- U.S. Geological Survey (USGS)
- Categories of Crises: Engineering and Technological
- Air Traffic Control
- Air Travel
- Biological Engineering Risk
- Bridges
- Buildings
- Chemical Risk
- Cyber Crime
- Cyber Security
- Cyber Warfare
- Dams, Levees, and Seawalls
- Electronics Waste
- Environmental Contamination
- Hazardous Materials
- Hazardous Waste Disposal
- Improvised Explosive Devices
- Manufacturing Risks
- Marine Shipping
- Marine Travel
- Mining
- Nanotechnology
- Nuclear Risks
- Ozone Layer Depletion
- Petrochemical Risk
- Sewage Spill
- Smog
- Spaceflight
- Transportation Systems, Vulnerability
- Y2K Bug
- Categories of Crises: Financial and Business
- Categories of Crises: Natural Disasters
- Categories of Crises: Politics, International Relations, and Civil Violence
- Arms Control
- Biological Weapons
- Border Disputes
- Cabinet Office, UK
- Chemical Weapons
- Civil War
- Ethnic Cleansing
- Failed States
- Foreign Policy Crises
- Hijackings
- Hostage Taking and Negotiation
- Human Trafficking
- Interstate War
- Land Mines
- Missiles
- Nuclear and Radiological Weapons
- Nuclear Proliferation
- Peacekeeping
- Protest
- Religious Violence
- Revolution
- Riots
- Suicide Bombings
- Terrorism
- Transportation Security
- War Crimes
- Weapons Trafficking
- Categories of Crises: Population and Demographics
- Disaster Information Databases
- Nongovernmental Organizations
- Risk Management Standards
- Theory, Issues, and Techniques: Civil
- Agency Notification and Mobilization
- Civil Protection
- Civilian Protection, Post-Conflict
- Contingency Planning
- Continuity of Government
- Crisis Information Management Systems
- Debris Management
- Decision Making
- Decision Support Tools
- Disaster Assessment
- Disaster Declaration
- Disaster Risk Reduction
- Documentation
- Emergency Alert Systems
- Emergency Management System
- Emergency Manager
- Emergency Support Functions
- Financial Risk Management in Higher Education
- Hazard Mitigation
- Incident Action Plans
- National Incident Management System (NIMS)
- National Preparedness Goal
- National Response Framework
- Operational Plans
- Operational Readiness
- Perimeter Control
- Policy Setting
- Political and Organizational Leadership
- Preparedness
- Prevention
- Protection
- Search and Rescue
- Situational Analysis
- Stafford Act
- Sustainability
- Threat Detection
- Theory, Issues, and Techniques: Corporate
- Alternate Site, Corporate
- Auditing
- Backup Facility
- Backup Media
- Backup Strategy
- Business Continuity Management
- Business Continuity Planning
- Business Continuity Planning Life Cycle
- Business Impact Analysis
- Business Resumption Planning
- Classification of Systems
- Cluster
- Cold Site
- Continual Improvement
- Critical Applications
- Critical Business Functions
- Criticality Assessment
- Data Mirroring
- Data Recovery
- Dedicated Site
- Disaster Declaration Officer
- Disaster Recovery
- Disaster Recovery Life Cycle
- Disaster Recovery Plan Test Cycle
- Downtime
- Electronic Vaulting
- Failover
- Fink's Crisis Life Cycle
- Impact Analysis
- Incident Management
- Incident Response
- Insurance
- Journaling
- Losses, Quantitative Versus Qualitative
- Maximum Acceptable Outage
- Minimum Business Continuity Objective
- Mirroring
- Mitroff's Five Stages of Crisis Management
- Mobile Recovery Site
- Reciprocal Agreement
- Reciprocal Site
- Recovery Time Objective
- Reinsurance
- Reputational Risk
- Response Team
- Strengths, Weaknesses, Opportunities, and Threat (SWOT) Analysis
- Supply Chain
- Vital Records
- Warm Site
- Theory, Issues, and Techniques: General
- All-Hazards
- Cascading Crisis
- Catastrophe, Definition of
- Climate Change Adaptation
- Collaboration
- Command and Control
- Contingent Coordination
- Coordination
- Coping Capacity and Response Capability
- Credibility
- Crisis Communications
- Crisis Management, Emerging Trends in
- Crisis Simulations
- Crisis, Definition of
- Critical Infrastructure
- Damage Assessment
- Damage Containment
- Debriefing
- Decision Making Under Stress
- Disaster Drills
- Disaster, Definition of
- Disruption of Organizations
- Early Warning Systems
- Electronic Media
- Emergency Management, Principles of
- Emergency Medical Care
- Emergency Operations Center
- Emergency Public Information
- Emergency Responders
- Emergency, Definition of
- Evacuation
- Exercises
- Fusion Center
- Hazard Vulnerability Analysis
- Hazard, Definition of
- Historical Analogies, Use of
- Impact, Definition of
- Improvising
- Incidents Versus Crises
- Interdependence
- Interoperability
- Legal Liability
- Logistics
- Mass Care
- Mass Fatality Management
- Mass Media
- Mental Models
- Methods, Qualitative
- Methods, Quantitative
- Multiple Disaster Problem
- News Media
- Nongovernmental Organizations
- Nonlinearity
- Panic, Nature and Conditions of
- Pre-Crisis Training and Planning
- Pre-Impact Planning Process
- Public Awareness and Education
- Public Image
- Public Relations
- Recovery
- Residual Risk
- Resiliency
- Resource Management
- Response
- Risk Analysis
- Risk Assessment
- Risk Treatment
- Routine Emergencies Versus True Crises
- Safety Policies
- Scapegoating
- Scenario Planning
- Shelter-in-Place
- Simulations
- Social Media
- Spokesperson, Designating and Utilizing
- Stakeholders
- Strategic Plans
- Training
- Trauma
- Trigger Events
- Uncertainty
- Volunteer Coordination
- Vulnerability
- Warning
- Whistle Blowers
- Worker Error
- Theory, Issues, and Techniques: Public Health
- Cholera
- Drug Resistance
- Ebola Virus
- Emergency Medicine
- Epidemics
- Health and Medical Response Scenarios
- HIV/AIDS Epidemic
- Hospital Emergency Room
- Infectious Disease
- Infestations, Parasite
- Influenza
- Living Modified Organisms
- Malaria
- Measles
- Mental Illness
- Noncommunicable Diseases
- Pandemics
- Post-Traumatic Stress Disorder
- Public Health Surveillance
- Public Safety Canada
- Quarantine
- Severe Acute Respiratory Syndrome (SARS)
- Smallpox
- Social Distancing
- Surge Capacity, Hospitals
- Triage
- Tuberculosis
- Vaccinations
- Theory, Issues, and Techniques: Social Sciences
- Blame, Politics of
- Bounded Rationality
- Bureaucracy
- Chaos Theory
- Cognitive Novelty, Engaging in
- Cosmology Episode
- Coupling
- Decision Making, Theories of
- Decision Stream
- Groupthink
- High Reliability Organization Theory
- Information Asymmetry
- Information Vacuums
- Normal Accident Theory
- Normalization of Deviance
- Organizational Failure
- Paradigm Blindness
- Practical Drift
- Risk Society
- Structural Secrecy
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